Improving Performance of the Work Team Essay

1.1 My comp either has defined expectations of group Members which atomic number 18 given to from each one employee in the form of a job description backed up with a fly the coop contract gestural by each employee when they join the company. These expectations include, a quantifykeeping policy which requires the individual to be at deed at the stated shift start eons and to contact the Team Leader within 30mins of that start time with any backgrounds why this cant be achieved. This exit exclusivelyow the Team Leader time to call in help to keep production on target. Absenteeism and sickness ar also well-nigh monitored using a system called the Bradford Scale.This concentrates more on the fleck of occasions when an employee is off rather than the moment of days as regular short periods of time off are more disruptive to the running(a) squad up. If the number of points on the scale reach a certain(p) level then the disciplinary answer is used. Personal conduct is also expected to be appropriate as disruptive or hostile conduct w gouty affect the perfor existencece of the work police squad centre targets may be bemused or team up members will be in conflict.Employees are also expected to reach certain levels of performance depending on the job they do. Training inescapably to be completed and personal objectives which are located annually by the area manager during appraisals are used to keep a continuous avail mentality within each employee. Completion of set objectives also help towards future promotion and by chance pay increases. All these expectations help the company keep well motivated work teams who are ego driven with proper moral.1.2 The objective for my team is to ensure we depict our clients (the other departments in our company) with ample visual fiber to meet the order demand for all the different types of fibre laser we manufacture. To help us meet this objective we use a system of KPIs (Key Performance Indicators) to indicate to us the veritable level of various indicators throughout the manufacturing transit. These Include threadbare levels against the stock stick out, current fibre yields, amount of work in the process at any given time, fibre consumed, fibre in validation, validated fibre, number of man hours available, shipped fibre.All these indicators are passed down through the organization as Laser orders are laid with our company. On the shop floor we break them down to a weekly plan of work depending on the position of current fibre stocks and yields. Each Friday the next weeks plan will be decided at a joint meeting amidst the area manager and team leader. Once the plan is haggard it is communicated to all the team members and then checked daily during the following week to report progress and any concerns or adjustments that need to be made. In turn the departments we supply with fibre will also deport been set there weekly targets and depending on the work that they lose in process will learn what target is given to us to supply.Our company works on a Lean basis meaning that no work will be in the line that has not been already ordered and this keeps online stock costs to a minimum. Due to the nature of our production process However, optical fibre is only substantiate as good quality once it is built in product, so to keep supply of good (Validated) fibre between us and our customers my department has to go against the lean principles and hold a stock of fibre on the shelf waiting for Laser orders. This ensures if a fibre fails in build we relieve oneself enough stock to react quickly and replace the fibre without holding up the laser build line.1.3 idiosyncratic team member performance has a very great effect on a teams general performance, especially if the Individual is under performing. For instance if a team member was not completing the unavoidable amount of work each day this would put extra pressure on the remaining members of that t eam to meet production targets. This puts the team in a position of possibly not meeting true to life(predicate) targets which are set on the basis that all team members perform to a set level.Team targets are also set around the number of available man hours per week. If a team member is constantly late or sick this will also put the team under ignorant pressure to meet any set targets. A four man team with one man out sick is down 25% in man hours which usually means most targets will need to be adjusted or missed. This then has a knock on effect in the next department who will be only receiving 75% of the product that they were planning for, and that effect depending on the ability to catch up on lost hours may go all the way to a customer in the form of a late delivery of a promised order. This reflects badly on customer relations and could at worse mean lost or cancelled future orders. Also a team member who does not put enough effort into their work can cause ill feeling and conflict in the team possibly leading to arguments and low team moral.This will have a drastic effect on the capabilities of the team sometimes causing other team members to prune their efforts also. Underperformance of team members is a serious issue in a target driven environment and needs to be taken seriously by team leaders. It may be the case that outside of work influences are causing a team member to under perform so a warm confabulate and understanding approach may be all thats needed to encourage the team member to improve. Team members who perform above expectations can also boost the performance of a team in a positive way. These team members can motivate others to increase there efforts also. This results in best overall team results against target, which brings praise from management, improving team moral. This then means happy customers, more orders and all-night term job security.2.1 My own team has many indicators that we use to measure under performance. Thes e include, Product production Charts, Disruption Reports, Weekly Targets, Scrap Reports and annual appraisals. A flicker report can be raised against our department for any problems our customers have regarding our supply to their line. This could mean damaged fibre, incorrect paperwork, failure to supply part on time, or any casing that Disrupts them from achieving set targets. These reports are then discussed each morning and depending on the severity of the disruption immediate solutions are put in place or a process of problem solving is started and monitored until the problem is solved.Yield Charts give indications of process and operator performance. Product failure codes are recorded and investigated. Process detractors can be used to highlight improvement areas, and operator caused defects can be feedback to the team or individual concerned. Scrap reports are also used to put a monetary value on product scrap allowing prioritizing of the most expensive problems first. An annual appraisal is given to each employee by the line manager. If a team member has been under performing, the reasons will be discussed and a plan will be drawn to encourage the employee to improve.2.2 Underperformance needs to be constantly monitored in the manufacturing environment. It could just be that a team is not meeting targets because the target is set to high which puts to much pressure on them, causing mistakes due to rushing. Team moral is an important factor regarding Team performance. If you have conflict between certain team members it will cause them to take their mind off the workload resulting in trim down production and quality issues. This can have a knock on effect and eventually airing across all team members un little it is dealt with promptly.Poor pedagogy can also be a reason why an individual or Team are not able to meet targets. Inadequate planning will not only increase scrap costs it can frustrate operators who cant do the work properly and even put them in harms way if Health and Safety measures regarding the work they do are not included in the training. Sometimes people may have domestic or personal worries regarding health problems which affect their performance at work. These need to be discussed with supervisors or managers and depending on the component part help may be given to the individual.2.3 The different causes of underperformance require different satisfys to rectify them. If a team member is underperforming for no other reason than being lazy then a quiet chat from the Team Leader away from the ears of other team members usually helps re motivate them. If the poor results come about then a disciplinary route of verbal and written warnings may be needed. Re training or extra training will help someone who is falling behind due to deficiency of process knowledge. If a Team is underperforming they can have a meeting and discuss the reasons as a team, and with all the ideas on the table from all team member s, come up with a plan of action to improve their results.In my place of work underperformance can come in the form of a disruption report. A disruption report can be raised against our department for any problems our customers have regarding our supply to their line. This could mean damaged fibre, incorrect paperwork, failure to supply parts on time, or any event that Disrupts them from achieving set targets. These reports are then discussed each morning and depending on the severity of the disruption immediate solutions are put in place or a process of problem solving is started and monitored until the problem is solved.3.1 cause employees are more productive than those who are unmotivated. They enjoy their work more and are usually less stressed. Companies work hard to find ways to motivate their staff. Motivation is the driving force behind all peoples actions. Psychologists have developed various theories about motivation in an attempt to give away understand and control huma n behavior.This theory of motivation is based on the idea that people have strong cognitive reasons to perform various actions. This is famously illustrated in Abraham Maslows Hierarchy of Needs, which presents different motivations at different levels. First People are motivated to fulfill basic biological needs for fare and shelter, as well as those of safety, love and esteem. Once the lower level needs have been met , the native motivator becomes the need for Self-Actualization, or the desire to fulfill ones individual potential. Maslow believed employers would see get out results from workers if they recognized the various needs of individual workers and if they varied the rewards offered to them.